This study investigated the relationships between human resource management (HRM) practices, workplace bullying, work engagement, perceived organizational and supervisor support, and turnover intention among academic staff in Nigeriaâs top 10 public universities. Grounded in the Job Demands-Resources (JD-R) model and Social Exchange Theory, the research examined both the direct and indirect pathways affecting turnover intention. Data were collected using purposive sampling from full-time, part-time, contract, and visiting lecturers via structured questionnaires, with a final sample size of 126 respondents determined through G*Power analysis. Structural Equation Modelling (SEM) using Smart PLS (v4.1.3) revealed that workplace bullying significantly increased turnover intention and negatively influenced work engagement. HRM practices did not have a significant direct effect on engagement but had an indirect effect through engagement on turnover intention. Work engagement emerged as a significant mediator in the relationships between HRM practices, workplace bullying, and turnover intention. Furthermore, perceived supervisor support significantly moderated the relationship between work engagement and turnover intention, while perceived organizational support did not. The study concludes that while HRM practices alone may not directly boost engagement, their indirect influence through engagement is valuable for reducing turnover intention. Conversely, workplace bullying remains a strong risk factor for disengagement and staff attrition. Theoretically, the study advances the JD-R model by incorporating workplace stressors and support mechanisms. Practically, it emphasizes the need for targeted HR interventions, antibullying policies, and supportive supervisory relationships to enhance academic staff retention in the Nigerian public university system.
This paper examines the organizational benefits of Distributed Leadership (DL) through a systematic literature review. DL has gained wide international traction as organizations move away from concentrated, single-leader models toward decentralized and participatory approaches to managing increasingly complex environments.The selected study used here were selectively and carefully analysed using mostly the thematic analysis in ordere to identify the recurring patterns and evidence regarding the benefits of DL in the leadership of organisations. While DL is generally regarded to be beneficial for organizational performance, the specific mechanisms through which these benefits are being produced remain scattered all across disciplinary literatures that are rarely engaged to one another. Anchored in Distributed Leadership theory (Spillane, 2006) and Gunter's (2005) model of Distributed Leadership, this review systematically searched, screened, and thematically synthesized peer-reviewed journal articles, academic books, and credible scholarly databases published between 2005 and 2026. Following a defined search strategy and explicit eligibility criteria, 28 sources met the inclusion criteria and were retained for thematic synthesis. The review finds that DL strengthens organizational performance and efficiency chiefly by empowering employees, enabling autonomous team decision-making, reducing workplace anxiety, promoting psychological safety, building trust and engagement, strengthening accountability, and fostering innovation and diversity of thought. These benefits recur across education, healthcare, and corporate settings, and across geographically diverse contexts, suggesting that DL's underlying mechanisms of shared authority, relational trust, and distributed accountability operate consistently regardless of sector. The review recommends that organizations invest in structured managerial training on Distributed Leadership to support its effective implementation.
Open access
Organizational Leadership and Management Strategies
This study aims to analyze the influence of performance-based reward systems and decision decentralization on innovation in human resource management. In an era of increasingly dynamic global competition, organizations are required not only to carry out HRM functions efficiently but also to adopt innovative approaches to address challenges posed by the work environment, technology, and employee expectations. A performance-based reward system, which directly links rewards to individual or team performance, can motivate employees to engage in innovative behavior, while decision decentralization allows for faster decision-making and greater responsiveness to local needs. This study used a quantitative approach with a survey method to collect data from structural and functional officials in six Makassar City government agencies that implement a performance-based reward system and decision decentralization. The results indicate that both variables have a positive effect on HRM innovation, both separately and simultaneously. These findings provide theoretical and practical insights into the importance of integrating a fair and transparent reward system with a more autonomous decision-making structure in encouraging innovation in human resource management. Policies that encourage these two elements can strengthen competitive advantage and organizational performance.
Organizations are seeking ways to be more competitive in the market. Globalization also paves the way for additional challenges for firms to compete in today's knowledge-based economy and competitive corporate settings. The psychological contract breach (PCB) of employees could be a possible reason to slow down the firm's innovative performance. Based on the social exchange theory, the present study assumes that a PCB negatively affects a firm's innovative performance. The present study also assessed the mediating role of knowledge hiding (KH) and moral disengagement (MD) in the relationship between PCB and a firm's innovative performance. This study also attempts to check the moderating role of perceived supervisor support (PSS) in the relationship between PCB and KH and between PCB and MD. For empirical investigation, the present study collected the data from 303 employees of various textile organizations in china through a structured questionnaire method using a convenient sampling technique. The present study applied partial least square structural equation modeling for empirical analyses using Smart PLS software. The present study revealed that a PCB does not directly influence a firm's innovative performance. However, the results confirmed that KH negatively mediates the relationship between PCB and a firm's innovative performance. On the other hand, results also confirmed that MD negatively mediates the relationship between PCB and a firm's innovative performance. The finding also acknowledged that the PSS does not moderate the relationship between PCB and KH. Additionally, the findings confirmed that PSS positively moderates the relationship between PCB and moral disengagement. The present study offers important practical, theoretical, and managerial implications.
Purpose This study finds out if a satisfied physician will show citizenship behaviour (OCB) in a work environment where psychological contract breach (PCB) exist. Design/methodology/approach Quantitative data from 214 physicians across 26 health-care units were analysed. Research philosophy was positivism, research design was explanatory and study design was cross-sectional. Preliminary tests were conducted. Reflective measurement and structural models were examined. PLS algorithm tool and bootstrapping procedure were utilised. Control variables were sex, age, employment type and tenure. A significant level was set at 5%. Smart PLS 2.0M.3 software was employed. Findings The scientist found support for a significant moderating effect of PCB on the nexus between job satisfaction (JST) and OCB, such that PCB demoralised a satisfied physician in showing OCB. In contrast, a fulfilled psychological contract motivated satisfied physicians to exhibit OCB. Practical implications PCB, if not addressed, may lead satisfied physicians to show low OCB, which has devastating effects for health-care organisations and their patients. Creating balanced, fulfilled and harmonious relationship within physicians will transform the workplace into a more meaningful and purposeful atmosphere. Originality/value This study offers empirical health-care literature on the moderating effect of PCB, a psychosocial stressor, on the direct relationship between JST and OCB, integrating and lengthening the social exchange theory, resource-based theory and activation theory.
Purpose This paper aims to assess the tie-in between psychological contract breach (PCB) and job satisfaction (JST) amongst medical doctors (MDs) working in two stress-prone regions of Ghana, and further analyses the moderating effect of openness to experience (OPE) on this tie-in. Design/methodology/approach Responses from 214 MDs were analysed. Questionnaires were self-administered. Research philosophy was positivism, research approach was quantitative, research design was explanatory and study design was cross-sectional. Test of normality, Kaiser-Meyer-Olkin measure of sampling adequacy and Bartlettâs test of sphericity were applied. Both reflective measurement and structural models were assessed. Path coefficients were analysed using partial least squares (PLS) algorithm tool and moderation effect was conducted using the product indicator approach. Control variables were sex ( GEN1 ), age ( GEN2 ), employment type ( GEN3 ) and tenure ( GEN1 ). A significant level was set at 5%. Smart PLS 2.0 M.3 software was used. Findings The analysts found support for a significant moderating effect of OPE on the tie between PCB and JST, such that the consequences of PCB on JST was minimised for MDs who scored high on OPE trait. Practical implications PCB, if not addressed, may lead MDs to be less satisfied with their jobs. In stress-prone health zones where PCB exists, MDs who are inspired, creative, self-sufficient, experimenting and visionary are more likely to be satisfied with their job. Originality/value This study offers health-care literature on the moderating role of OPE personality dimension on the bond between PCB and JST, using PLS-structural equations modelling, which is a superior and robust analytical tool.
Purpose Due to technology advancement or transparency in system, there is a constant inflow and outflow of technology in the business for transparency and efficiency. To seize a competitive advantage, companies have emerged new technological solutions to respond to the change in the organization environment. There is a surge in the requirement of learning opportunities and effective training programs in the organization. The current study has been an effort to understand the potential of blockchain technology that can create better training evaluation. Design/methodology/approach The electronic-Delphi (e-Delphi) method has been conducted by recording the final consensus and to find a balance for implementation of blockchain technology and measuring training effectiveness. The current research is one of its new types where blockchain-enabled training effectiveness measurement (BETEM) model has been formulated using a qualitative approach. Findings The study has considered human resource (HR) professionals as the experts and based on their responses, the formulation of theoretical network model has been structured using e-DelphiâBETEM (e-DLHâBETEM) approach. By critically examining the expertsâ responses and comments, the study formulated the four major themes and 11 subthemes for the smooth functioning of the BETEM for an organization. Research limitations/implications The research aims to aid innovations in BETEMs model for training evaluation. The model will contribute incrementally toward the complete transformation of the training development programs of employees. The goal of BETEMs is to ensure that organizations, specifically HR personals can prepare themselves to have competitive advantage by using blockchain technology. Originality/value The application of blockchain technology in measuring the training effectiveness is an addition to existing literature as majority of existing studies have studied the use of technology for measuring training effectiveness.
Previous research rarely examined the antecedents of employee well-being with the interactive effect of abusive supervision and mediating impact of psychological contract breach especially in the developing country context. Drawing upon the social exchange theory, this study attempts to bridge a research gap by investigating work engagement, workâlife balance, and turnover intention with employee well-being directly and through the moderating and mediation effects of abusive supervision and psychological contract breach. To validate these relationships, 208 employees who are working in banks of Pakistan were investigated, through a survey-based questionnaire. The Smart PLS 3.0 was employed to measure the association and test the hypotheses in which structural equation modelling played a role in checking the relationships among variables. The results demonstrate that work engagement, workâlife balance, and turnover intention directly affect employee well-being. This study also found that psychological contract breach has a partial mediation effect between work engagement, workâlife balance, turnover intention, and abusive supervision with employee well-being. Additionally, this study shows that abusive supervision has a moderating impact between psychological contract breach and employee well-being. This study contributes to the literature and body of knowledge in human resource management and organizational behaviour. This study helps to better understanding employee well-being at micro-level in a service sector especially in developing country context (Pakistan). Finally, this study helps managers to express their feedback, suggestions, and interaction with employees.
The study examined the influence of Human Resource (HR) practices on job satisfaction in the decentralized health service delivery in Shinyanga region, Tanzania. The influence of HR practices on job satisfaction is vastly examined by different scholars. Their findings revealed mixed results ranging from significant positive to adverse influence on job satisfaction. Thus, to bridge the knowledge gap, this study examined the specific HR practices in the specific area context. The specific HR practices tested in this study included human resource planning (HRP), supervision, performance appraisal, training and compensation. The region was selected because over different periods of time, it experienced unsatisfactory performance in health service delivery. This was reflected by inability of the region to attain 50% of the Mellenium Development Goals related to health and lowest achievements in health service delivery as reflected in the preparatory stage in launching the Results Based Financing in which the region ranked the last in the then 21 regions of the country. An explanatory Survey research design with mixed research approach was employed for the study. The survey data were collected from 287 respondents and supplemented by the qualitative data. The study found that all the five HR practices had some chances on job satisfaction. However, HRP and supervision revealed significant chances of having job satisfaction implying that they were effectively undertaken. Nevertheless, these practices were constrained by the ineffective employeesâ participation in HRP and the inability of the Council Health Management Teams (CHMTs) to provide supportive supervision in health facilities. It was thus recommended to enhance employeesâ participation in HRP and supervision for improving job satisfaction. Likewise, it is also important for the facilities to continuously appraise human resource performance and use the results in making human resource decisions.
Hira Salah ud din Khan, Zhiqiang Ma, Mohammed Abubakari Sadick, AbdulâAziz Ibn Musah
This study aims to investigate how a Psychological contract breach can mediate the relationship between perceptions of organizational politics and job attitudes and how political skill and work ethic can influence the negative association between perceptions of organizational politics and job attitudes. A systematic sampling method was used with a sampling size of 310 faculty members of public sector universities of Pakistan. Data were analyzed by using partial least squares structural equations modeling PLS-SEM to test the hypotheses by Smart PLS software. The findings revealed that the perception of politics is significantly and negatively related to job attitudes and indirectly through psychological contract breach. Moreover, the results indicated a significant moderating effect of work ethic on the relationship between the perception of politics and job attitudes. However, political skill did not moderate the relationship between perceptions of organizational politics and job attitudes. Moreover, research implications and limitations are elucidated.
Leadership deficit has been Pakistanâs most pressing issue for decades, and this problem is even more pervasive in public organizations than private sector. Tackling the leadership crisis is now increasingly a question of what constitutes an appropriate leadership style to augment motivation of employees. Thus the purpose of the study is to explore the intriguing question of the most pragmatic leadership style and its potential impact on employeesâ motivation. For this purpose, autocratic, democratic, and laissez-faire styles are considered as independent variables, while employeesâ motivation is the dependent variable. Data is collected via survey questionnaire, based on closed-ended Multifactor Leadership Questionnaire (MLQ), from a sample of 110 senior level and middle level managers working at WAPDA, an autonomous organization of Pakistan working under the administrative control of federal government for the development of energy resources. Descriptive statistics, reliability statistics, multiple regression model and analysis of variance are deployed to test hypotheses of the study and derive practical implications. Autocratic leadership style is found to be more dominant and exhibits significant negative relationship with employeesâ motivation, whereas democratic and laissez-faire leadership styles are shown to positively predict motivation of employees. However, the positive relationship between democratic leadership and employeesâ motivation comes out to be insignificant, which depicts the bureaucratic and decentralized nature of the organization. The research findings are in line with the theoretical assumptions for autocratic and laissez-faire style, but inconsistent with democratic leadership style. The paper proposes the preference for democratic and laissez-faire leadership style in the face of deleterious bureaucratic environment. Though few researchers investigated the relationship between leadership styles and employeesâ performance, there is hardly any study that focuses on bureaucratic environment of an emerging economy. The study offers broader policy implications to strengthen institutions by establishing democratic leadership style. In a context marked by bureaucracy and sluggishness, top management needs to focus on leadership development programs and pursuance of democratic leadership style.
Job Satisfaction and Organizational Behavior
Belt and Road Initiative
Organizational Leadership and Management Strategies
The intensely competitive global environment demands creative management and utilization of employees' capabilities and potentials in the organization through the use of both extrinsic and intrinsic motivational techniques (Randolph, 1995; Wischnevsky and Damanpour, 2006). Employees are expected to go that mile to adopt extra role behaviors (Organ, 1988), which are the foundation for spawning creativity and innovation. To engender such outcomes, modern managers have manipulated and changed traditional organizational context to reduce formal control and cultivate employees' self-discipline (Randolph, 1995). Key words that describe these interventions include decentralization, re-engineering, job involvement, autonomous teams and, most recently, empowerment. Generally, managers empower through interventions to eliminate social structural constraints in organizations to reduce feelings of helplessness in employees (Conger and Kanungo, 1988). Empowered employees are intrinsically motivated to take personal ownership of their jobs, to exercise self-determination, to satisfy their need for and to reinforce their personal self-efficacy beliefs (Bandura, 1986). Most empirical studies examine empowerment from the perspective of managers undertaking diverse social structural interventions to empower their subordinates (Bonnie and Bishop, 2003; Forrester, 2000; Johnson and Paper, 1998; Mills and Ungson, 2003). Spreitzer's (1995) validation of a four-factor psychological empowerment construct, however, provided the instrument for researchers to redirect their examination of empowerment to those who are being empowered (Fulford and Enz, 1995; Koberg et al., 1999; Martin and Bush, 2006; Kirkman and Rosen, 1999; Thomas and Velthouse, 1990). Although practitioners and researchers have often acknowledged that trust is a critical psychological state that determines the success of any empowerment process (Argyris, 1998; Harari, 2002; Mayer et al., 1995), little is known of the impact that empowerment interventions have on building subordinates' trust directed towards their supervisors (subordinates' trust), and the impact of subordinates' trust on the extent of psychological empowerment experienced. To address these issues, we develop a holistic nomological network model (Cronbach and Meehl, 1955) for psychological empowerment based upon the assertion that empowerment is a social exchange-driven process which requires managers to relinquish dependence on and control and instead use cooperation and facilitation in relating with their subordinates. Further, we predict that empowered employees, within the context of social exchange, will chose to reciprocate the organization with Organizational Citizenship Behaviors (OCB). THEORETICAL FRAMEWORK Relational and Psychological Empowerment Empowerment research is dominated by two different approaches. The relational approach (Burke, 1986; Champy, 1995; Karsten, 1994) examines changing relationships by the manipulation of power (Kanter, 1983). Such tools include information (technical knowledge, political intelligence, expertise), resources (funds, materials, space, time), and support (endorsement, backing, approval legitimacy). This approach assumes such empowerment interventions directly affect work-related outcomes. This conceptualization of relational empowerment has been criticized for neglecting the individuals' experiences in the empowerment process (Spreitzer, 1995; Thomas and Velthouse, 1990). Recent research has shifted focus to an individual-level construct called psychological empowerment, fueled by Spreitzer's (1995) seminal groundwork which operationalized and validated the construct. Psychological empowerment is conceptualized as the result of employees' positive cognitive assessment of their work context for meaning, self-determination, competency and impact (Spreitzer, 1995). Employees perceive meaning in an activity when the objectives of the organization are assessed to be compatible with their own value systems (Brief and Nord, 1990). âŚ
Job Satisfaction and Organizational Behavior
Community Health and Development
Organizational Leadership and Management Strategies
Abstract This study draws on the national cultural dimensions of power distance, individualism, and Confucian dynamism to predict and explain differences in philosophies for, and approaches to organizational design and management planning and control systems in Australia and the US, representing AngloâAmerican nations, and Singapore and Hong Kong, representing the âfive dragons' of East Asia. Data were gathered by survey questionnaires mailed to senior accounting and finance executives in 800 organizations. The results were largely as predicted and, in general, provide support for the importance of national culture in influencing organizational design and management planning and control systems. In particular, the cultural values of AngloâAmerican society relative to East Asian society are associated with a greater emphasis on decentralization and responsibility centres in organizational design, and a greater emphasis on quantitative and analytical techniques in planning and control. By contrast, the cultural values of East Asian society are associated with a greater emphasis on longâterm planning and on group centred decisionâmaking. The results are important to managers in global organizations who need to understand the cultural bases of observed differences in organizational and management planning and control practices in AngloâAmerican and East Asian nations.
Organizational Leadership and Management Strategies